Parissa Haghirian – författare

Globalisation makes our world appear smaller: it is easier to connect, communicate and do business with people all over the world. But cultural differences remain and challenge globalized knowledge communication and transfer. This book examines cross-cultural management within multinational enterprises (MNEs), focusing in particular on how cultural differences influence the transfer of knowledge between different units within individual corporations.

Based on detailed empirical analysis of 267 companies in Germany and Japan, it considers the relative effectiveness of inter-cultural and intra-cultural knowledge transfer; identifies the factors that inhibit or facilitate successful knowledge transfer; and suggests how management processes of MNEs can be improved. It demonstrates that although cultural differences do not necessarily influence the selection and transmission of knowledge overseas, they do have a strong impact on how that knowledge is received, integrated and put into practice locally.

The book shows how knowledge is accepted differently in Europe and Asia and which factors have the strongest impact on efficient knowledge transfer. It suggests that to improve cross-cultural management MNEs should focus less on upgrading the technology that allows knowledge transfer, and more on the capabilities and beliefs of individual employees.

Globalisation makes our world appear smaller: it is easier to connect, communicate and do business with people all over the world. But cultural differences remain and challenge globalized knowledge communication and transfer. This book examines cross-cultural management within multinational enterprises (MNEs), focusing in particular on how cultural differences influence the transfer of knowledge between different units within individual corporations.

Based on detailed empirical analysis of 267 companies in Germany and Japan, it considers the relative effectiveness of inter-cultural and intra-cultural knowledge transfer; identifies the factors that inhibit or facilitate successful knowledge transfer; and suggests how management processes of MNEs can be improved. It demonstrates that although cultural differences do not necessarily influence the selection and transmission of knowledge overseas, they do have a strong impact on how that knowledge is received, integrated and put into practice locally.

The book shows how knowledge is accepted differently in Europe and Asia and which factors have the strongest impact on efficient knowledge transfer. It suggests that to improve cross-cultural management MNEs should focus less on upgrading the technology that allows knowledge transfer, and more on the capabilities and beliefs of individual employees.

The Routledge Handbook of Japanese Business and Management provides a comprehensive overview of management and business processes and practices in Japanese companies. The contributors combine theoretical findings and research results with a practical and contemporary view on how corporations and firms are managed in Japan.

The handbook is divided into eight sections covering:

This book is an essential reference resource for students and scholars working on Japanese companies, the Japanese market-place, Japanese consumers, or management processes in the Japanese firm. The book also provides an interesting and informative read for managers who need to deepen their knowledge on Japanese business processes.

The Routledge Handbook of Japanese Business and Management provides a comprehensive overview of management and business processes and practices in Japanese companies. The contributors combine theoretical findings and research results with a practical and contemporary view on how corporations and firms are managed in Japan.

The handbook is divided into eight sections covering:

This book is an essential reference resource for students and scholars working on Japanese companies, the Japanese market-place, Japanese consumers, or management processes in the Japanese firm. The book also provides an interesting and informative read for managers who need to deepen their knowledge on Japanese business processes.

Japan has survived a major recession and Japanese companies have employed numerous new management strategies to deal with the new challenges. These strategies may also be of interest to Western and non-Western companies alike.

This book outlines the particulars of Japanese management and how modern Japanese management employs many practices which are very successful and worth adopting. The main objective of this book is to illustrate the many teachings that Japanese management practice can offer the rest of the world. The book thus targets managers who deal with Japanese business partners, or work in Japan, students of Japanese Studies, Asian Studies or International Business.

A growing number of higher education institutions in Asia are now integrating ethics courses  in their curricula. But the challenge remains to develop courses that can effectively reach their objectives, and to create and use teaching materials appropriate to the particular profile of the students and executives in different regions and cultures. In this context, enhancing awareness for ethical dilemmas, proposing frameworks and models to help managers handle difficult choices and demanding decisions - while not being moralistic and imposing values - , and presenting alternative approaches through recent and relevant cases are the main objectives of this book. It examines teaching methods, learning tools and pedagogical methods effective in the teaching of ethics within the particular context of the rich diversity of Asian cultures, and discusses ethics courses curricula, aiming at developing the capacity to deal with a number of issues such as corruption, intellectual property protection, whistle blowing and consumer rights. The relevance and limits of Asian philosophical and spiritual traditions and how their underlying values can be a meaningful aspect in the teaching of ethics to managers and business leaders are explored, as are the benefits and limits of corporate codes of conduct and ways to enhance their effectiveness. A similar approach is taken to the introduction of “oaths” and “ethics pledges” among business students, which has been promoted in some business schools.